Introduction
Effective leadership is the foundation of success in modern business’s dynamic and highly competitive landscape. Therefore, the ability to exhibit personal effectiveness skills is a defining factor that sets exceptional leaders apart. Personal effectiveness is the capacity of a person to accomplish their objectives, fulfill their obligations, and make positive outcomes from different aspects of their life (Rayes, 2022). It encompasses a range of skills, ways of behaving, and attributes that empower people effectively manage themselves, their tasks, and their interactions with others. This report digs into the intricate tapestry of personal effectiveness skills, making decisions with conviction and speed, and engaging the stakeholders for impacts by examining Steve Jacobs and Ron Johnson, showcasing how their attributes contribute to their leadership and ultimately shape the outcome of their endeavors.
Task 1. Case Study Review
The CEO Genome Project was formed after realizing the disparities between what makes a good CEO and what the boards view as good and ideal CEO. The project challenges the pervasive and unrealistic stereotype that holds that a good and successful CEO is one with strategic visions from excellent universities and can make perfect decisions when exposed to pressure, yet just a few of these candidates have been successful in their assigned roles (Botelho et al., 2017). The study aimed to identify the specific features of successful and high-performing CEOs, and it took ten years to collect information from more than 2000 CEOs and approximately 17000 C-suite executives. Having gathered this information, the authors analyzed the CEOs’ behavioral patterns, business results, and career histories to apprehend and understand what made these leaders appointed and the characteristics that enabled them to succeed.
Findings of the Case Study
In pursuit of challenging the pre-existing notions and assumptions about leaders’ performances and leadership, the study found that good leaders and CEOs must be capable of making decisions with conviction and speed. According to Botelho et al. (2017), decisive leaders and CEOs have a high potential of up to 12 times becoming high-performing and effective leaders. The authors emphasize that “Good leaders must realize that to some extent, wrong decisions are better than having no decisions at all” Secondly, the authors infer that successful and high-performing CEOs and leaders must engage all the stakeholders to enhance impacts across the organization. From the analysis, the leaders who engaged the stakeholders with an emphasis on improving results were more than 75% successful in their duties and responsibilities. This success is facilitated by the astute understanding of the needs and motivations of the stakeholders, which drive them towards performance and align their performance with the goals of value creation.
1. Making Decisions with Conviction and Speed
While there is an extent to personal effectiveness across people, all leaders do not possess the ability to make decisions with speed and conviction. For instance, Steve Jobs, one of Apple Inc.’s co-founders, has portrayed excellent skills in decision-making with speed and confidence. At the same time, Ron Johnson, former J.C Penny, has struggled with decision-making.
Steve Jacobs’ Decision Making
Steve Jobs, one of the Apple Inc’s. Founders and former CEO has been chiefly known as an illustration of successful leaders who executed decisions with conviction and speed. Jobs was known for his nervy thoughts, strong opinions, and fast decision-making. One notable example is the development and launch of the iPhone (Kim, 2020). Despite skepticism from some of his team members and industry experts, Jobs pushed forward with the idea of a revolutionary smartphone. He believed in the concept and its potential impact on the market. His conviction and ability to make quick decisions led to introduction of a product that completely transformed the tech industry and propelled Apple to new heights.
Ron Johnson’s Decision Making
Former J.C. Penney CEO Ron Johnson perfectly illustrates a leader who struggled with making decisions with conviction and pace. Johnson sought a radical change in J.C. Penney’s action plan, including eliminating discounts in favor of low prices daily. His choices, however, were met with resistance from the customers and workers, resulting in significant decreases in sales and, ultimately, a loss of billions of dollars in income for the organization (Harbin & Humphrey, 2015). Johnson’s inability to quickly perceive the negative consequence of his choices and adjust his strategy shows the significance of decisiveness and the potentially fatal consequences of not acting swiftly in response to evolving circumstances.
2. Engaging Stakeholders to Enhance Impact
During his tenure at Apple Inc., Steve Jobs demonstrated a remarkable ability to engage stakeholders and enhance impact. In contrast, during his tenure as CEO of J.C. Penney, Ron Johnson struggled to engage stakeholders effectively, negatively impacting the company’s performance.
Steve Jacobs’ Stakeholders Engagement
Jobs engaged stakeholders by presenting a clear and compelling vision for the future of technology. He introduced groundbreaking products like the iPod, iPhone, and iPad that addressed consumer needs and captured their imaginations. These innovative products created a sense of anticipation and excitement among stakeholders, enhancing Apple’s impact in the market (Heracleous & Papachroni, 2016). Additionally, he prioritized understanding and meeting the needs of customers. He engaged with users through product launches, demonstrations, and presentations, fostering a solid emotional connection between Apple and its customer base. This engagement created a loyal following and enhanced Apple’s impact by driving brand loyalty and word-of-mouth promotion.
Ron Johnson’s Stakeholders Engagement
Making abrupt, rapid, and disruptive changes and ignoring customers’ preferences are among the factors that marked Ron as a leader who needed to engage the stakeholders. For instance, the radical implementation of changes he oversees to J.C. Penney’s pricing and merchandising strategy without effectively communicating the rationale behind these changes to customers, employees, and investors led to confusion, resistance, and ultimately a decline in sales (Harbin & Humphrey, 2015). Additionally, Johnson’s decision to eliminate traditional sales and discounts alienated J.C. Penney’s core customer base, who were accustomed to such pricing strategies. The failure to engage with customers and understand their preferences resulted in decreased foot traffic and sales, negatively impacting the company’s bottom line.
Conclusion
In conclusion, the intricate tapestry of personal effectiveness skills is pivotal in shaping leadership outcomes within the dynamic and competitive business landscape. The CEO Genome Project’s comprehensive study underscores the significance of decision-making with conviction and speed, revealing that leaders who embrace timely choices are poised for success. Steve Jobs’ resolute decisions, exemplified by the transformative launch of the iPhone, underscore the impact of such traits on organizational growth. Conversely, Ron Johnson’s faltering decisions at J.C. Penney illustrate the potential consequences of indecision. Moreover, effective stakeholder engagement emerges as another crucial determinant of leadership impact. Jobs’ adeptness at engaging stakeholders through visionary products and customer-centric approaches propelled Apple to unparalleled heights, while Johnson’s failure to involve stakeholders effectively led to J.C. Penney’s decline. These cases illuminate the intricate interplay between personal effectiveness skills, decision-making, and stakeholder engagement in shaping the trajectories of leaders and organizations in the contemporary business realm.
References
Botelho, E.L. et al. (2017) 4 things that set successful CEOS apart, Harvard Business Review. Available at: https://hbr.org/2017/05/what-sets-successful-ceos-apart (Accessed: 14 August 2023).
Harbin, J. & Humphrey, P.. (2015). J. C. Penney and Ron Johnson: A case of failed leadership: Lessons to be learned. 21. 75-81.
Heracleous, L. and Papachroni, A. (2016) ‘Strategic leadership and innovation at Apple Inc..’, STRATEGIC LEADERSHIP AND INNOVATION AT APPLE INC [Preprint]. doi:10.4135/9781526446565.
Kim, H. (2020) ‘Comparison of strategic leadership: Steve Jobs and Tim Cook,’ Business and Management Studies, 6(3), p. 17. doi:10.11114/bms.v6i3.5010.
Rayes, A. (2022) 13 personal effectiveness skills you need to master, One Education. Available at: https://www.oneeducation.org.uk/personal-effectiveness/ (Accessed: 14 August 2023).
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